Tivo 2002 Case

At Costco, VIZIO relied extensively on consumers to purchase their product without any assistance from salesman whom would either influence or steer the consumer during the sales. Because of their low brand awareness, they strategically placed their products on conspicuous display, right at the entrance at the stores, to catch the customers’ attention, but more importantly because their shoppers fell into the market segment target by VIZIO, 35+ years, wealthy, and with disposable income.

On the horizon, Blockbusters number of competitors should steadily increase from new emerging technologies. If Blockbuster extends into the realm of VOD, Legal Movie Downloads, or Digital Video Recorders (DVR), it must realize there are existing and powerful players in these markets already. This new technology is shaping the market for many deals or partnerships. They will face fierce competition, but in the future, Blockbuster must not find it self on the outside looking in.

In “Life According to T.V.” written by Harry Waters and published in Newsweek in 1991, Waters examines the effect that television has on everyday lives. He says that TV has given Americans an unrealistic view of how life works. From jobs to minorities to how women are portrayed to crime rates nearly all aspects of TV are unrealistic or exaggerated. George Gerbner was used to back up Water’s theory on how television impacts people. Water states that heavy viewers of TV are more unrealistic in their view of the world than light viewers because they are exposed to more of the unrealistic ideas portrayed in TV shows than light viewers. The jobs on TV are often expressed as high ranking jobs like lawyers, doctors and athletes rather than blue collar or service jobs such as small businessman or teacher. According Waters the elderly are depicted as being sick and weak when they are actually the opposite. Women are also portrayed as mothers and lovers more often than successful working women.

Blockbuster implemented a new strategy for customers to access their rentals in “five channels of distribution: in-store, by mail, through vending machines and kiosks, online, and at home (direct to the TV)” (DATAMONITOR, 2009). However, this strategy was a reactive approach to the problem produced ten years behind schedule. Wooldridge et al., (2007) stated that Blockbuster should select and adapt their strategy to respond to the fast changing market and maintain a competitive position. This was an obvious failure for Blockbuster. The changes in the market produced a decline in profit at a faster pace than the strategies that Blockbuster implemented to combat these losses.

The advancement and development in delivery of media content has also affected the audience’s behavior in certain manner. In distant past, families use to gather around the only television screen in home and enjoy the prime time programs aired by these limited broadcasters. “Millions of households already have cancelled pay-TV subscriptions - up to 10 million U.S. households are currently broadband-only. And about 45 percent of Americans stream television shows at least once a month, according to research firm eMarketer. That number is expected to increase to 53 percent or 175 million people by 2018.” Anderson, Mae, and Michael Liedtke. "HBO Unleashes Streaming from Cable Contracts." The Charleston Gazette, 16 Oct. 2014. Web.

The Video Case Assignment: Chapter 5 talks about TREK, a company that makes bicycles that was founded in 1976. The mission statement of TREK is “We create products we love. We want everyone to love riding bikes. We foster environments of creativity and innovation where the industry’s greatest thinkers can grow ideas into world-changing products that make us proud—products we ourselves love to use. We build for good, among friends, with integrity. We take care of our customers. We want our relationships to last if our bikes, so you can count on us to take care of you and do what’s right. We stand behind our bikes, and the people who ride them.” (Trek Bikes, n.d) Three of the marketing concepts that TREK is using is the Organizational buying

With the advancements in home entertainment systems, consumers are investing thousands of dollars into their own home viewing systems. They have several options to stream video content into the comfort of their own homes. Home entertainment systems have also made a large impact on the theater industry. In 2005, this technological advancement was the most sought after electronic system for new homes. It seems that consumers have finally said no to the rising price of movie tickets and concession stand snacks and beverages.

The landscape of television has undergone major shifts over the last five years. In 2013, cable companies like Time Warner and Comcast, pulled over 100 million subscribers (Udland) total subscribers. By 2015, that number dipped below 100 million subscribers decreasing by one percent (Udland). In 2013, streaming services like Netflix, Hulu, and Amazon, totaled over 40 million subscribers (Udland). By 2015, they saw a 30 percent increase in subscribers (Udland). While cable still holds dominance in the market, the latest trends have shown that streaming services will overtake them in the near future. Streaming services’ surge in popularity is a result of having a product that provides a superior alternative to cable that accommodates the customer.

In a world of Hulu, HD TV, and online streaming, the television industry has had no choice but to embrace shifting consumer trends within the industry. Now that Internet streaming has allowed consumers to watch whatever they want, whenever they want, it is becoming harder for cable providers to keep up with consumer demand. Television broadcasters must take advantage of the bandwidth that they have available to them if they are to compete in the viewing market. With streaming sites such as Hulu, Amazon, and Netflix gaining competitive advantage in the market, television broadcasters can no longer sit back and continue to run as they always have. Accordingly, these television stations have begun making much-needed modifications.

Entering and transforming the video rental industry was a large undertaking for the start-up company. The first marketing objective the company undertook was the process of building a brand. Netflix’s identity was crucial to future growth and success. Without a strong brand, competitors with deep pockets could have easily duplicated the company’s business model. Secondly, leveraging technology was critical to establishing the business and infrastructure growth. The consumer base was the final objective Netflix sought to achieve. Retaining and growing subscribers were fundamental to revenue and marketing goals.

The adoption of TiVo when it was first released was facilitated by the belief that consumers who owned a TiVo black box and subscribed to the TiVo service can take control of what programs to watch and when to watch them. The device attracted consumers who were tired of missing their favorite shows because they were too busy to watch them. TiVo also enabled people to fast-forward over irreverent advertising. TV watchers can “pause” a live show to

Video-on-demand or VOD, a service that allows users to select and watch videos over the internet, will be one of the greatest innovation as stated in the Netflix case study. It will be a great opportunity for Netflix, but it will also be a challenge to integrate or do away with its current business model. Its current business model is one that relies on the internet and the post service to deliver DVDs to its subscribers. Netflix should carefully enter the VOD market without doing away with its current model. This will allow it to maintain its growing position as a giant in this media industry. In order to better understand Netflix and the problems it faces, we must first identify its strengths. What does Netflix offer its customers that its competitors do not? What differentiates it from its competitors?

Consumer behavior is closely connected with the interactive market as well as products and services. (Peter, Olson, 2010) This report is aim to develop the KFC restaurant in Norwich strategically by analyzing the consumer behavior and interactive markets. Kentucky Fried Chicken (KFC) is a global fast food brand from America which is popular for its fried chicken. (Bell, Shelman, 2011) The quantities of KFC stores increased rapidly all over the world and there is large potential to gain profit and expand the market share among fast food restaurants. (Yum Brand Annual Report, 2015) To develop the brand, it is necessary to enlarge the

television are more attractive to the viewers. This factor has been widely seen with the advent of

What do we really mean by television? The way we watch television has drastically changed over the last fifteen years due to new technologies such as digital television and services providing on-demand access. These drastic changes have had a huge effect on viewers and have “allowed online streaming platforms to dominate and revolutionize the way the audience consumes” (Aliloupour) media, ultimately allowing the viewer to be in total control of how, when and where they want their content. The idea of only being able to watch television on a television set is now a thing of the past. Due to technology, the audience now has a vast variety of options on how they can access content. By using scholarly articles, research in new media and Internet sites I will be analyzing current television and where the future of television will be heading.